inspiring vo l u n t e e r i n g - edinburgh compact€¦ · inspiring volunteering – a...

Inspiring Vo l u n t e e r i n gA Volunteering Strat e gy for Edinburgh

www.volunteeredinburgh.org.uk/strategy

Partners involved in Inspiring Volunteering: A Volunteering Strategy for Edinburgh

Lothian and Borders Police

Inspiring VolunteeringA volunteering strategy agreed by

the city’s public agencies and the voluntary and community sector

Voluntary and Community Sector

Interests

The Edinburgh Compact is a partnership agreement between thecity’s public agencies and the voluntary and community sector.

“Through volunteering I have developed newskills and confidence.

When I started on thisroad of volunteering, I

would not havebelieved these

outcomes werepossible. It is about

taking small stepstowards your dream. Picking up

skills, knowledge and confidenceand placing them in your ‘tool

bag’ along the way.”INGRID, VOLUNTEER

“I wanted to help people improve

reading and writing English. I never

expected to volunteer in a learning

difficulties group, but I get so much

satisfaction from this as the people

show how much they

appreciate you putting

in time for them and

just listening to them. I

love the fact that I am

making a difference to

someone’s life.”

TASNEEM, VOLUNTEERS FOR CLAN

“I belong to a groupof people who have

fantastic enthusiasmfor doing hardphysical work.

Everyone laughs andjokes even when wet,

cold and tired!”EDEL VOLUNTEERS FOR LOTHIAN

CONSERVATION VOLUNTEERS

“Volunteering gaveme a new directionin life, taking mesomewhere I am farhappier than I canever imagine mybeing without it.”PHYL, VOLUNTEER

Contents

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Foreword

Introduction

Inspiring Volunteering

Defining Volunteering

Vision and Priorities

Why Volunteering Matters to Edinburgh

National Policy Context

Local Policy Context

Mainstreaming Equalities

Volunteering: Helping to Build a High Trust Society in Edinburgh

Edinburgh’s People – Challenges and Opportunities for Volunteering

Managing the Volunteering Experience

Resourcing Volunteering: The Value and Cost of Volunteering

Implementation and Reporting

Action Plan

Consultation Process

Acknowledgements – including membership of the Volunteering Strategy Working Group (VSWG)

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People in Edinburgh want to volunteer.

They want to give their time to help

other people and to make Edinburgh a

strong and trusting community. Every

year around one in five people in

Edinburgh are actively involved in some

kind of volunteering. They volunteer in

community groups, in schools,

hospitals, museums, sport, art,

conservation, and on boards and committees, to name just

a few examples. Through Volunteer Centre Edinburgh

alone, 600 agencies offer over 1000 different

opportunities to volunteer. This is just the tip of the

iceberg; a huge amount of volunteering still happens

directly through local groups, clubs and societies and faith

communities.

But there are challenges for volunteering. Many people who want to

volunteer don’t know how to start. Many people have never been

asked to volunteer or they lack the confidence to make the first

approach. There is a big opportunity gap in volunteering with fewer

people volunteering from less affluent households. Many people

can’t find a volunteering opportunity that matches their skills, their

interests or their time, and some people find the experience not

quite as good as it should be.

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There are also challenges for volunteer involving agencies.

It is often hard to find the resources to support volunteers properly

and make sure volunteering is really inclusive. There is a sea of red

tape to navigate to make sure volunteers are involved safely and

legally.

This Volunteering Strategy is the first Scottish local strategy to be

developed by community planning partners. It provides a framework

of actions to rise to these challenges and build and strengthen

volunteering in Edinburgh. It was developed by a sub group of the

Edinburgh Compact Partnership, the Volunteering Strategy Working

Group, which met between August 2005 and November 2006.

Almost one thousand individuals were consulted through events,

consultation groups and surveys.

We know that this Strategy is ambitious in its aims. It calls on all

partners in the public, private and voluntary sectors to commit to it,

and to resource and implement it in order to make a real difference

to volunteering in Edinburgh.

Councillor Lesley Hinds

Lord Provost

The City of Edinburgh Council

Foreword

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Introduction

Inspiring Volunteering is Edinburgh’s first city-wide volunteering

strategy. It is a framework for supporting and developing

volunteering in the city for the next five years. Volunteering builds

trust, strengthens communities and addresses poverty and

disadvantage. This strategy has been developed as a key action of

the Edinburgh Compact ‘In Equal Respect: A Shared Vision’. It is one

of a family of strategies developed within the framework of the

Compact.

Volunteers are active in all areas of life in Edinburgh. Volunteering has

an impact on all sectors; statutory, public, voluntary, community and

the business sector. Partners from all sectors have been involved in

putting this document together and are jointly committed to its

implementation.

Inspiring Volunteering lays out the strategic framework for the joint

actions needed for the development of volunteering in Edinburgh

from 2007-2012. It is firmly rooted in the principle of equal respect

amongst partners and an ideal of improving relationships in an

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atmosphere of mutual trust. It reflects local needs and structures

and recognises that volunteering is about far more than performing

a service, that it is a key driver for identifying unmet needs and

supporting positive change in society.

As Chair of the Volunteering Strategy Working Group I would like to

thank all of its members, and all those who gave up their time to

attend the consultation events, fill in the surveys and comment on

the consultation draft. We couldn’t have produced this strategy

without all of your hard work.

Harriet Eadie

Chair of the Volunteering Strategy Working Group

Director of Volunteer Centre Edinburgh

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Inspiring Volunteering – A Volunteering Strategy for Edinburgh was developedfollowing consultation with a wide range of stakeholders, and extensive survey work.It identifies the vision, key aims and actions for the development of volunteering inEdinburgh from 2007-2012. It is the first time such a strategy has been developed in Scotland.

Vision

Our vision is of a citywhere everyone feelsinspired to volunteer,has the opportunity to do so, and has anexcellent volunteeringexperience. To achievethis vision the followingneed to be in place:

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Priorities

1. People in Edinburgh areinspired to volunteer

• the opportunity gap in volunteering is closed

• Edinburgh is a city of lifelong volunteering

• volunteering is actively promoted throughout the city

2. People have an excellent volunteering experience

• a stronger volunteering infrastructureis developed

• agencies are supported in improving practice in working with volunteers

• volunteering is rewarded and recognised

• new volunteering opportunities aredeveloped city-wide

3. Volunteering is sufficiently resourced

• there is investment in infrastructureto achieve aims 1 and 2

• partners sign up to resourcing the strategy actions

Defining volunteeringVolunteering is the giving of time andenergy for the benefit of society, thecommunity, the individual, theenvironment or people outside one’simmediate family. It is undertaken freelyand by choice, without concern forfinancial gain.

This strategy focuses on formalvolunteering, that is activity in anorganised setting.

Why volunteeringmatters to Edinburgh

Volunteering matters in Edinburghbecause through volunteering people:

• have the power to make a positive difference

• take action and campaign for change

• deliver services • share skills, knowledge

and understanding • increase their health and

wellbeing • challenge prejudices and

break down barriers • can increase their employability• trust each other more and

build strong safe communities

InspiringVolunteering is for the peopleof Edinburghand everyonewho supportsvolunteering inEdinburgh.

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“There are no words to describehow glad I am that I started

volunteering. It’s the mostrewarding thing I’ve ever done, and

I’ve met the most amazing friendsthrough it. Everyone should do it at

some point in their lives.”Edinburgh Volunteer Survey Respondent 2006

National Policy Context

Inspiring Volunteering has beendeveloped by the Edinburgh CompactPartnership in the context of theNational Volunteering Strategy (ScottishExecutive, 2004). The National Strategyhas four key strands:

• improving the volunteering experience

• dismantling barriers and closing the opportunity gap

• Project Scotland and Young People• monitoring, evaluation and ongoing

policy development.

“Action to supportvolunteering is actionto tackle poverty anddisadvantage. Actionto supportvolunteering is actionto supportcommunity activityand build respect forothers.”

Volunteering Strategy,Scottish Executive 2004

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Local Policy Context

The development of InspiringVolunteering was one of the key actionsidentified for 2006 in the EdinburghCompact Strategy Action Plan (January2005 – January 2010).

This Strategy is one of a family ofstrategies developed within theframework of Community Planning inEdinburgh.

This strategy will contribute significantlyto the delivery of the EdinburghCommunity Plan 2004-2010. It willimpact on the work of most of the city’sstrategic partnerships. It makes aspecific contribution to achievingoutcomes of the following strategicplans:

• In Equal Respect: A Shared Vision: The Edinburgh Compact Strategy

• Confident Creative Citizens and Communities: The Community Learning and Development Strategy

• Joint Health Improvement Plan• A City For All Ages• Edinburgh’s Regeneration Strategy

and Outcomes Agreement • Young Edinburgh

Citizens have aresponsibility toplay their part in

helping to resolvethe problems

which face theircommunities and

they can do this … by

volunteering, byforming a

community groupto help tackle

local problems orby participating

in meetings orrepresentative

groups.A Community Plan for Edinburgh 2004-10.

Strategic Aim 6: Social Responsibility and Citizenship

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Mainstreaming Equalities

Inspiring Volunteering is committed toretaining and further developing a sharedcommitment to inclusion, diversity andequity.

Volunteering: Helping tobuild a High TrustSociety in Edinburgh

Volunteering strengthens the life of thecity, by increasing human, social and

economic capital. It is a major buildingblock in the development of a high trustsociety. It is also an important expression of citizenship and democracy.

A high trust society is one where peopletrust one another and there are high rates of participation in communitynetworks and activities.

The diagram below illustrates keyaspects of the role volunteering plays in building a high trust society.

Building a High Trust Society

volunteeringincreases

socialcapital

• confident, successful individuals

• personal development

• skills development/life long learning

• life long active citizenship

• increased self-esteem

• increasedparticipation in local activities

• building networks

• developing new friendships

• an increased sense of trust in others

• added value to public services

• enhanced value for money in public services

• increased employability

• reduced crime

• improved health

supporting stronger,safer communities

humancapital

economiccapital

developing a confident,democratic Scotland

respecting diversity

delivering excellentpublic services

social justice

social justice

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“The variety is reallygood. You have no idea

what you will be dealingwith on any one shift,

and the team arefantastic, supportive

and great fun. It’s givenme more self

confidence.It has taught me to stepback, think, and analyse

a situation beforemaking a decision. It

has let me see a side oflife that is different to

my own”Gillian volunteers as a Special Constable with

Lothian and Borders Police. Gillian’s volunteeringinvolves crewing-up with a regular Police Officer

and attending any calls that come in.

Edinburgh’s People –Challenges andOpportunities forVolunteering

Edinburgh’s population has beengrowing, with large inward migration.52% of people living in Edinburgh wereborn outside the cityi.

• Volunteering helps people to feel at home, make connections, and build trust. It can be helpful in integrating incomer and transient communities.

• 67% of volunteers say that volunteering has increased their senseof being part of a community (StrategyConsultation 2006).

“Volunteeringreally has givenme a sense ofbelonging to mycommunity whichhas improved myfeelings of pridefor Edinburgh”Kirsty, volunteer

i Leader's Report for June 2006,Published by the City of Edinburgh Council

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“I enjoy meeting really lovelyand brave children. It keepsmy thoughts and outlook in

perspective, and helps me torealise what’s important

and how fortunate most ofus are.”

Jackie volunteers as a Bedtime Reader for theRoyal Hospital for Sick Children.

“Moosers visit a designatedresidential hoose once aweek to use the in-hoosecomputer with interestedresidents. The beauty of thisservice is that it enablesfolks to make contacts viaemail with distant family andfriends. Photos are oftenreceived and in one case wehave enabled a 91 year oldwomen to speak to herdaughter in Toronto eachweek on a webcam link.”Gerald volunteers as a Mooser for the ACEit/RSVP‘Moose in the Hoose’ project which enables frailand elderly people to benefit from computing.

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“With so many volunteeringopportunities across the

city, it’s an opportunitymissed not to promote

volunteering amongst yourwork force. Volunteering canpresent employees with new

challenges and newperspectives, business skills

can be utilised in acommunity setting and team

volunteering opportunitiesoffer an excellent break

from the office often withvery positive and tangible

results! In this contextvolunteering is useful in

terms of professional andpersonal development, and

the community benefits it brings.”

Samantha Barber, Chief Executive – Scottish Business in the Community (SBC)

There is a higher proportion of youngerpeople (age 15-29) in Edinburgh thanthe Scottish average, including highnumbers of students and the highestproportion in the working age group ofany local authority in Scotland.

• Volunteering opportunities need to be more flexible and more interestingto appeal to young people.

Edinburgh’s population is relativelycosmopolitan, with black and minorityethnic representation significantly abovethe Scottish average.

• Volunteer involving organisations need to look at ways of increasing the diversity of their volunteers.

Unemployment in Edinburgh currentlystands at 2.4% and has beenconsistently below the Scottish averagefor several years.

• Opportunities for employer supported volunteering need to be developed and promoted.

• More flexible and non-working-day opportunities need to be developed.

For all Edinburgh’s economic prosperity,1 in 10 people in Edinburgh is stillidentified as deprivedii. People fromhigher income households are twice aslikely to volunteer as those from lowerincome householdsiii. Addressing this iswhat is called ‘closing the opportunitygap’. In a city of very high employment,

ii Population of City of Edinburgh: 453,670. Proportion of thepopulation identified in the SIMD as being deprived: 50,000 ie.11%Figures above taken from 'Edinburgh – A Statistical Summary: KeyData for Edinburgh and the Lothians' (Published in June 2005 by theCity of Edinburgh Council)

iii National Volunteering Strategy 2004

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those people not employed are morelikely to have higher levels of social needor a range of additional health andsupport needs that make it less easy forthem to volunteer.

• Additional support for some volunteers needs to be provided to achieve equity in access to volunteering.

• Local access points to volunteering inregeneration areas should be developed. (96% of organisations and 84% of volunteers surveyed support local volunteering centres).

Proportionally higher numbers of olderpeople live outside the city centre. 28%of volunteers getting support from theSouth Edinburgh Volunteer Centre areaged over 55iv.

• More promotion of volunteering needs to be targeted specifically at older people.

• Providing support and opportunities locally is helpful.

One in four familiesv is headed by a loneparent, and a lack of childcareavailability is often cited as a barrier tovolunteering.

• Providing support with childcare or childcare expenses would help to address this.

“I enjoy interacting withdifferent people and the

satisfaction of being part ofchanging things for thebetter. Volunteering has

made me much moreconfident. It’s been a huge

learning curve. I have muchmore knowledge of society

and a stronger feeling ofbelonging in the community.”

Mary Wycherley is a volunteer member of theOlder People's Equality Forum, one of five fora

set up by the Council to give a voice toindividuals from equalities groups in Edinburgh.

iv Statistic from South Edinburgh Volunteer Centre database 2006

v One Parent Families Scotland, Annual Report 2005

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“We promote the inclusion of all women in our

volunteering programme andto do this the provision ofexpenses for childcare isvital. This enables a wide

group of women to gainvaluable support skills and,

in turn, we benefit from awider group of womendelivering the service.”

Edinburgh Women’s Rape and Sexual AbuseCentre provides support for women and girls who

have experienced sexual violence at any time intheir lives. The service is provided almost entirely

by trained volunteers.

Managing theVolunteering Experience

Good volunteer management requiresspecialist skills and sufficient resourcesto create and sustain inclusive, diversevolunteering opportunities that followbest practice.

There are approximately 1,800 voluntaryand community organisations inEdinburgh most of which will directlyinvolve volunteersvi. In additionvolunteering is widespread in the publicsector (nationally 23% of volunteeringoccurs in the public sector). Only 51%of organisations responding to a recentsurvey said that they had a paid memberof staff whose primary responsibility wasmanaging volunteers; and oftenvolunteering is an add-on to an alreadyfull slate of responsibilities. Manyvolunteers are also managed by othervolunteers in volunteer-only communitygroups. Most volunteering is very wellmanaged and supported but for somethe volunteering experience is not asgood as it should be.

vi EVOC (Edinburgh Voluntary Organisations Council) VoluntarySector Database Profile 2006

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Volunteer management is a complex and frequently unrecognised responsibility. Itinvolves human resource skills, risk management, and understanding of complianceand legislative issues. People responsible for managing volunteers, whether in smalllocal community groups or large public sector agencies, need to be able to draw onhigh quality support, including advice, information and training.

Public sector agencies and large voluntary organisations need to put in placestructures that adequately support volunteering. Volunteer Centre Edinburgh shouldbe further developed as the key infrastructure support for smaller agencies.

“There is a need tocreate a balancebetween the needs ofthe volunteer and theneeds of the servicethey are working in – as always getting theright person in the rightplace doing the rightthing is key.” Volunteer Manager

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Volunteers and volunteer managersdeserve to be recognised and valued fortheir work, for example through theestablishment of new awards such asthe Lord Provost’s EdinburghAchievement Award.

• 79% of organisations, and 73% of volunteers surveyed support awardschemes which recognise the good work of volunteers (Strategy Consultation 2006).

All volunteers deserve to have anexcellent volunteering experience. Thiscan be achieved through supportingimproved practice in working withvolunteers, for example through theInvesting in Volunteers (IiV) standard,through the use of evaluation tools suchas the Impact Assessment Toolkit (bothmanaged in Scotland by VolunteerDevelopment Scotland), and through theadoption of a basic standardsframework.

• 84% of organisations surveyed support the introduction of minimum standards if supported to introduce them. (Strategy Consultation 2006).

“The Amos Scripture CareTrust is very pleased to haveachieved the Investing inVolunteers Standard. Wefound it very worthwhile as itis important to us that ourvolunteers are valued,enabled and safeguarded.The Investing in Volunteersprocess has been aconsiderable help to this. Wecompleted a thorough riskassessment, and producedan information handbook.As a result of this we nowfeel that we are in a positionto offer greater quality andfulfillment to our volunteers.”

Bruce Crerar volunteers for Amos Scripture CareTrust, a faith based charity that is entirely run byvolunteers with no salaried staff.

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There are high expectations onvolunteering to provide safe andstructured opportunities for people witha wide range of needs including mentalhealth problems, addictions, offendingbehaviour and complex disabilities.Current opportunities need additionalstaff time to support these volunteersand new specific opportunities shouldbe developed to widen access tovolunteering to these groups.

• 62% of organisations surveyed have volunteers with additional support needs, and 38% would turnvolunteers away because they currently don’t have the resources to provide the support they need (Strategy Consultation 2006).

“Involvingvolunteers withextra supportneeds increasesthe diversity ofour pool ofvolunteers, and as a result bringsdifferentperspectives. It also enables usto think creativelyabout volunteerroles. As we workwith disabledpeople –volunteers whoneed extrasupport are greatrole models forpeople who cometo use ourservices aslearners.”Volunteer Manager

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Resourcing Volunteering: The Value and Cost ofVolunteering

Volunteering makes a huge social,human and economic contribution to thecity in terms of direct service delivery byvolunteers; health gain throughvolunteering; and access to learning andskills through volunteering. Currentresearch links levels of volunteeringclosely to levels of trust in society.

The value of volunteering to the life ofthe city is not easily measured in termsof monetary value.

Volunteering, while freely given, is notcost-free. An effective volunteeringinfrastructure needs support from allstakeholders in Edinburgh. Recognition,support and promotion of volunteeringand networking are essential if thepurpose of Inspiring Volunteering is tobe achieved.

• The City of Edinburgh Council’sHealth and Social Care Department receives four hours of voluntary service to every one hour of volunteermanagement time

• If each volunteer in Edinburgh volunteers only one hour per week this would contribute the equivalent of £59 million annually to the city

• Volunteering is not a cheap alternative; we need to recognise the unique contribution volunteers make.

“I feel I have gained fromvolunteering on the boardand recommend it to anyonewho wants to gain skills ingoverning and developing anorganisation. As one ofroughly 18,000 volunteermembers of managementcommittees and boards inEdinburgh, I sometimesthink we are the hiddenvolunteers, preparing for andparticipating in meetingsand sub groups, come rainor shine throughout the year.I estimate I contribute atleast 200 hours a year to theorganisation. Voluntaryorganisations couldn't existwithout us, and support andacknowledgement inspiresus and makes us feel ourwork is valued.”

Dan Black volunteers for MeadowbankCommunity Football Club

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“Volunteering is not a no costoption. Volunteers require

management, includingrecruitment, training and

supervision. They also requirereasonable expenses e.g. travelcosts, meal allowances etc, and

to have events organised forthem to thank them for their

services. However, volunteersmore than repay their support

costs, if the hours theyvolunteer for are calculated atthe national minimum wage.”

Quote from a Volunteer Co-ordinator during consultation 2006

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A Volunteering Strategy Implementation Group will drive this work forward fromJanuary 2007. It will report annually to the Edinburgh Compact Partnership on theimplementation of the Action Plan.

This Strategy is ambitious, and the implementation process is dependent onresources available. Some areas of work are already well defined and betterresourced, while the development of some of the others depends on the availabilityof resources.

Implementation and Reporting

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Action Plan

What we are going to do: Action Plan 2007–2012

This Action Plan sets out actions to support the development of volunteering inEdinburgh from 2007–2012. Some of the work is well defined, while other aspectswill require further research and development. Partners will be asked to identifyresources to progress specific areas of work.

These specific actions have been identified as priorities through wide consultationwith a range of stakeholders. We expect that additional actions will be identifiedduring the implementation of this strategy.

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One of the strengths of volunteering is its diversity, and it is hard to think of a singlearea of life in the city which is not affected by volunteering. Almost 1,000 peopleparticipated in the consultation process, which reached a large and diverse range ofstakeholders.

The consultation process informing the development of Inspiring Volunteering: AVolunteering Strategy for Edinburgh was launched in the City Chambers on 24thNovember 2005. The launch was attended by almost 100 stakeholders whoparticipated in ten workshop groups considering the challenges and sustainabilityissues facing volunteering in Edinburgh.

Following the launch event, an additional eleven consultation groups were run, withgroups ranging in size from 3 to15 people, involving a further 100 participants fromthe following sectors:

• Health and Social Care (The City of Edinburgh Council and NHS Lothian) (two groups)

• City of Edinburgh Council Voluntary Sector Officers • Edinburgh Volunteer Organisers' Forum (EVOF)• Equalities groups• Volunteer involving organisations working with children and young people

(two groups) • Business community• Volunteer involving organisations working with people with disabilities • Young people• Sport

There were also five different surveys, completed by over 700 people (see tablebelow for details) culminating with a final consultation survey on the draft strategy inSeptember 2006.

The ConsultationProcess

Surveys No. of respondents

Survey of Volunteer Involving Organisations 122

Survey of Volunteers 377

Survey of Volunteers identified as having additional support needs 88

Survey of Members of the public (Street Survey) 140

Consultation survey on draft strategy (responses received both from volunteers, and volunteer involving organisations) 32

Total number of respondents 759

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Active Schools Edinburgh Adult Learning Project Advocates for Animals Homelink Almond Mains Initiative Arthritis Care in Scotland Association of Scottish Talking Newspapers(ASTN) Best Buddies Best Buddies SE Bield Housing Association Bike Station Bingham & District 50+ Project Bits and Bobs Scrapstore British Heart Foundation British Trust for Conservation VolunteersScotlandCanongate Youth Project Careers Scotland Carers Advocacy Service CEC Children and Families Community Learningand Development Adult Literacies CHAI Changeworks (formerly LEEP) Chest, Heart and Stroke Scotland CHILDREN 1ST Children's holiday venture Citylife Columcille Centre Community One Stop Shop Community Service Volunteers CommunityLink – Edinburgh UniversitySettlement Contact Point Contact the Elderly CSBHA CSV (Give and Take project only) Depression Alliance Scotland

Ecas Edinburgh Area Scout Council Edinburgh Community Mediation Service Edinburgh Cyrenians, EU Research Project Edinburgh Headway Group Edinburgh Leisure Edinburgh SculptureWorkshop Edinburgh University Children'sHoliday Venture Edinburgh Women's Rape and Sexual AbuseCentre Edinburgh Young Carers Centre Enablelink EUS Community Learning Centre Family Mediation Scotland firsthand Gay Men's Health Girls Brigade Gorgie City Farm Health and Social Care, City of Edinburgh Council Firefly CommunicationsHBOSHSBCHealth in MindHoly Corner Community Playgroup Holyrood Netball Club Home Link Home-Start Edinburgh South Central iT4Communities It's good to walk, Wester Hailes Health AgencyIVS Jobcentre Plus Kidney Research UK Lead Scotland Learning Link Scotland LGBT Centre For Health & Wellbeing LINKnet Mentoring Lloyds TSBLothian And Borders Police

Organisations involved in the consultation include:


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Lothians Conservation Volunteers Marie Curie Cancer Care ME Connect Mercy Corps National Museums of Scotland National PlaybusAssociation National Trust for Scotland NHS Lothian Primary Care Organisation Nisus Scotland ParentLine Scotland Pass IT On PEP PF Counselling Service Pilton Walking Project Portobello Community centre Positive Voice Prestonfield Neighbourhood Price Waterhouse CooperProject Redhall Walled Garden SAMH Retired and Senior Volunteering Programme RNIB Royal Hospital for Sick Children Samaritans Scottish Business in the Community Scottish Churches Housing Action Scottish Consumer Council Scottish Green Party Scottish Health Council

Scottish Women's Land Army Organisation Scottish Motor Neurone Disease AssociationScottish Rugby Scout Association Shelter Families Project Sikh SanjogSleep Scotland/TEENS+ Social Firms Scotland Space 44 Sport Scotland St Columba's Hospice St Giles' Cathedral Stepfamily Scotland Streetwork UK Sustrans The British Red Cross Society The City of Edinburgh Council The Open Door Edinburgh The Risk FactoryThe Thistle Foundation Victim Support Edinburgh Vision for Leith Volunteer Development Scotland Volunteers In Partnership Weber ShandwickWellspring Wester Hailes Youth AgencyWHALE Arts AgencyWomen Supporting Women

Following the publication of the draft strategy in August 2006, there were a numberof both informal and formal presentations introducing the strategy document andgathering feedback.

Throughout the consultation process, two overarching messages came out of theconsultation groups and surveys: • that everyone should be positively encouraged to volunteer• that when people volunteer they should have an excellent experience.

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AcknowledgementsMany thanks to everyone who contributed to the development of this strategy:

Volunteering Strategy Working Group (VSWG)Harriet Eadie, Director, Volunteer Centre Edinburgh Rachel Henry, Volunteer Development Officer, The City of Edinburgh Council,Department of Health and Social CareJackie Kilburn, Voluntary Services Manager, NHS Lothian (Edinburgh CommunityHealth Partnerships) Anne Lawrie, Mentoring Coordinator, Careers Scotland Kevin Lawson, Safer Communities Department, Lothian and Borders PoliceJohn Lee, Policy Advisor, Volunteer Development ScotlandEmma Little, Programme Manager, Scottish Business in the CommunityStuart Mair, Project Co-ordinator, Canongate Youth Project Graeme McKechnie, Voluntary Sector Liaison Officer, Corporate Services The City ofEdinburgh Council (Observer)

Wilma Nelson, Manager, LAHA Helen Quigley, Volunteer, Retired and Senior Volunteering Programme (RSVP)Andy Ross, Community Project Officer, British Trust for Conservation VolunteersScotland (BTCV Scotland)George Thomson, Chief Executive, Volunteer Development Scotland (Observer)

SecretariatLara Celini and Jean Cuthbert (Volunteer Strategy Development Workers, Job-share)

Thanks also toLynn Westwood (The City of Edinburgh Council), Maureen Watson (Volunteer CentreSouth Edinburgh) and volunteers Linda Hunter, Jacqueline Marriner, and the manyother people who helped and contributed to the strategy's development.

This is one of a family of Edinburgh Compact strategies including:

Social Economy Strategy 2005Inspiring Volunteering: A Volunteering Strategy for Edinburgh 2006

Funding Strategy (Forthcoming)

www.volunteeredinburgh.org.uk/strategy

You can get this document on tape, in Braille, largeprint and various computer formats if you ask us.Please contact ITS on 0131 242 8181 and quotereference number 06632. ITS can also give informationon community language translations. You can get morecopies of this document by calling 0131 225 0630.

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